شایستگی های مدیریت بازاریابی شرکتهای کوچک و متوسط

The nature and scope of marketing and managerial competencies in the context of growth SMEs (small and medium sized enterprises) are discussed. This is illustrated using a conceptual framework of how SME owner-managers develop experiential learning built upon existing knowledge, experience, communication and judgement and through experiential learning in their own SME work environment. The key issues are relevant to all SMEs in developed economies. The emphasis of the empirical study is on understanding and applying the conceptual framework, hence a qualitative methodology has been employed for gathering and interpreting findings from a study of 60 SME owner-managers.

Management competencies are essential to sound business practice, this is particularly so in relation to marketing issues because of the strong and sometimes adverse competitive environment the enterprises must exist within. SME, because of the severe limitations and lack of resources must rely heavily on developing suitable and appropriate competencies for marketing. Such competencies, because of the SME characteristics, must either be different or a least have different emphasis and priority within an SME. Questions therefore arise as to what competencies are appropriate for SME marketing activity and how do SMEs develop such competencies? This paper examines the scope of management competencies for SMEs and focuses on those appropriate for SME marketing. In so doing, a conceptual framework of key marketing management competencies for SMEs is postulated which is positioned against ‘technical’ competencies other than business competencies in order to illustrate competency development and change over time. This conceptualisation is evaluated against empirical evidence from sixty SMEs who meet specific criteria in relation to competency development stages of their life cycle. Various anecdotal examples are given. The paper ends with a summary of the conceptualisation and its importance for future research. Recognition that managers should have competence in decision-making has been well documented (Boyatzis, 1982, Wrapp, 1967 and Yau & Sculli, 1990). The debate surrounding management competencies is as relevant in the context of SME marketing management decision-making as in any other context; especially in growth firms. Indeed the competence of SME owner/managers is of crucial importance, given the nature and characteristics of SMEs and in particular, the dominant role and influence upon decision-making of the owner/manager.

The continual development of marketing competencies in the context of competitive and environmental change are clearly relevant for SMEs. Over time, owner-managers' existing competencies of knowledge, experience, communication and judgement can combine to create experiential knowledge through the development of their experiential learning. Where many managers may bring some technical competence to their own business many will have had little prior marketing management decision-making experience and therefore this will need more immediate development. The conceptual model developed for this study (shown in Fig. 3) and the empirical findings illustrated how SME owner-managers carried out marketing decision-making and the competencies involved in those decisions. Indeed this research emphasised how SME owner-managers make a concerted effort to improve their decision-making by building on their existing competencies and by actively developing their experiential knowledge over time. While it is acknowledged that more empirical research is necessary to substantiate the conceptual framework presented here it is nevertheless contended that the value of this conceptual framework lies in providing a ‘context’ for further emprical research into SME marketing management competencies. Its value also lies in the acknowledgement that competencies are not simply ‘time-set’ learned skills, but rather that they are continually in flux and mostly developing over time in tandem with the natural flux and evolution of an SME. Clearly this is relevant to SMEs operating in increasingly complex domestic, global and international environments.